urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights - Tags - ibm Administered by Ellen Cornillon and Caroline Day, this blog follows IBM Social Computing Guidelines as we share thought leadership, insights, and new research from the IBM Center for Applied Insights team.52015-02-19T09:23:07-05:00IBM Connections - Blogsurn:lsid:ibm.com:blogs:entry-ed187f6f-a554-4d0b-b0a4-a51ede685831Spending money in all the right placesDerek Franksdefranks@us.ibm.com1100007YTJactiveComment EntriesLikes2014-03-26T13:51:10-04:002014-07-10T11:53:24-04:00<div dir="ltr">
How can you allocate resources more effectively?</div>
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<span style="font-size: 12px;">Market forecasting tools can tell you how business your company is winning and your aggregate market share. But what if you want to know how much of each client&rsquo;s business you&rsquo;re winning?&nbsp;</span></p>
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<span style="font-size: 12px;"><a href="http://www.ibm.com/smarterplanet/global/images/us__en_us__cai__mtg_science_fig2__745x500.png" target="_blank"><img alt="image" src="http://www.ibm.com/smarterplanet/global/images/us__en_us__cai__mtg_science_fig2__745x500.png" style="width: 300px; display: block; margin: 1em 1em 0pt 0pt; float: right;" /></a>That&rsquo;s the question we at IBM set out to answer several years ago. And it&rsquo;s a case study that we analyzed as part of the Center for Applied Insights study, &ldquo;<a href="http://bit.ly/mktgsci" target="_blank">Marketing&nbsp;Science: From&nbsp;Descriptive&nbsp;to&nbsp;Prescriptive</a>.&rdquo; We thought that the data issues that IBM had struggled with might shed light on how other companies can use marketing science in their businesses.&nbsp;</span></p>
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<span style="font-size: 12px;">In this particular instance, IBM had to figure out how we could measure our share of each company&rsquo;s tech budget.&nbsp;</span></p>
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<span style="font-size: 12px;">We started out on square one, figuring out which organizations we could serve. This meant identifying every company &ndash; and every one of its subsidiaries &ndash; in all the markets we operate in. Pulling together this information was a big job, but it turned out that we faced an even bigger hurdle (you can probably guess it).</span></p>
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<span style="font-size: 12px;">We had lots of customer data: 10 terabytes, to be precise. And all of that data was sitting in different databases throughout the company, each built by individual business units over the years. And the data definitions they used varied widely. The top 164 customers alone had more than 600,000 unique identification codes. To get a coherent view of IBM&rsquo;s business at the client level, we would have to reconcile millions of customer identifiers before cleaning up and consolidating the data.&nbsp;</span></p>
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<span style="font-size: 12px;">A few months later, we finally had a structured database. The last step was to work out how much each customer was spending on IT.&nbsp;</span></p>
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<span style="font-size: 12px;">We did this by using another forecasting tool we had developed that estimates the size of the overall market along with mathematical algorithms to assign a share of that expenditure to every company, whether they were customers or not.&nbsp;</span></p>
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<span style="font-size: 12px;">It was a huge effort, and one we&#39;ve refined many times since, but one that&rsquo;s now paying handsome dividends. With this view, our sales and marketing teams can detect buying patterns and target holes in IBM&rsquo;s market coverage. And by integrating the insights the view provides with other customer data, we can identify new opportunities. We can also explore why specific customers buy (or don&rsquo;t buy) particular solutions, why some don&rsquo;t spend very much with us, and what we can do to serve individual customers better.&nbsp;</span></p>
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<span style="font-size: 12px;">That&rsquo;s lets us anticipate and respond to our customers&rsquo; needs and allocate our resources more effectively. And we think it&rsquo;s an example that demonstrates just how powerful marketing science can be within a company.&nbsp;</span></p>
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<span style="font-size:14px;"><strong>The IBM CAI blog has moved - please bookmark and follow the new blog at <a href="http://www.ibmcai.com">http://www.ibmcai.com</a></strong></span></p>
How can you allocate resources more effectively?
Market forecasting tools can tell you how business your company is winning and your aggregate market share. But what if you want to know how much of each client&rsquo;s business you&rsquo;re...001703urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights2015-02-19T09:23:07-05:00urn:lsid:ibm.com:blogs:entry-d7da6658-cfe7-42bd-a50c-686d45012cafPerspectives on the 2012 Tech Trends StudySusanne HupferSusanne_Hupfer@us.ibm.com2700006BQ0activeComment EntriesLikes2013-01-28T16:37:29-05:002014-07-10T14:50:30-04:00<div dir="ltr">
Susanne Hupfer, Consultant, IBM Center for Applied Insights<br />
Our director, Steve Rogers, recently interviewed Paul Brunet, IBM Vice President of ISVs, Start-ups, and Academic Programs, about his perspective on the 2012 Tech Trends study.&nbsp; Whether you&#39;re an IT or business decision-maker, an academic, or an IT practitioner, you may discover valuable insights and recommendations in their broad-ranging conversation.&nbsp;</div>
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<span style="font-size:14px;"><strong>The IBM CAI blog has moved - please bookmark and follow the new blog at <a href="http://www.ibmcai.com">http://www.ibmcai.com</a></strong></span></p>
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<b>IT and business leaders: </b><br />
Why are CEOs regarding technology and skills as top concerns -- now outranking even market and economic forces? Why is it crucial to leverage emerging technologies for competitive advantage? &nbsp;<br />
Paul discusses four technology areas -- mobile, cloud, social business, and business analytics -- and contrasts adoption and skill levels in mature and growth markets.&nbsp; He covers challenges to adoption -- such as security, skill gaps, and integration -- and explains&nbsp; why security is a business imperative.&nbsp; IT and business decision-makers may also be eager to learn more about the elite &quot;pacesetter&quot; group identified by the study, who are unlocking competitive advantage by being more market-driven, experimental, and analytical.&nbsp;</p>
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<b>Academics:</b><br />
How can academia better monitor the needs of the enterprise and teach relevant skills their students will need upon graduation?<br />
Paul also examines how using sandboxes and collaborative spaces can encourage experimentation, skills development, and collaboration across universities and practitioner areas.&nbsp;</p>
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<b>Practitioners:</b><br />
Where should you be expanding your skills? What traits are IT leaders looking for today?</p>
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Paul and Steve talk about the importance of integrating business along with IT skills.</div>
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<a href="http://public.dhe.ibm.com/software/info/television/swtv/ibmcai/2012_Tech_Trends_podcast_Paul_Brunet.mp3">You can check out the full podcast here.</a>&nbsp; (24:16, 22.2 MB)</p>
Susanne Hupfer, Consultant, IBM Center for Applied Insights
Our director, Steve Rogers, recently interviewed Paul Brunet, IBM Vice President of ISVs, Start-ups, and Academic Programs, about his perspective on the 2012 Tech Trends study.&nbsp; Whether...002332urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights2015-02-19T09:23:07-05:00urn:lsid:ibm.com:blogs:entry-fac9c743-f52e-4dea-8e64-1e0b946f87beEvolving the operating model - what we can learn from financial markets firmsEllen Cornillonellencor@us.ibm.com110000K9SXactiveComment EntriesLikes2012-11-29T13:32:28-05:002014-07-10T14:58:46-04:00<p dir="ltr">
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<a href="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/ProfilePics/JohnProfilesmall.jpg" target="_blank"><img alt="image" src="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/ProfilePics/JohnProfilesmall.jpg" style=" width:100px; display:block; margin: 1em 1em 0pt 0pt; float: left; position:relative;" /></a> <font size="2"><span style="font-weight: bold;">John Reiners</span><br />
Client Insights, Consultant</font><br />
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<span style="font-size:14px;"><strong>The IBM CAI blog has moved - please bookmark and follow the new blog at <a href="http://www.ibmcai.com">http://www.ibmcai.com</a></strong></span></p>
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Not many people empathize with financial markets firms these days. Yet, they are facing a one-two punch of increasingly onerous regulation combined with increased competition (a result of more demanding customers, technological change, globalization and the downturn in the global economy).</div>
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Industry experts estimate that 15-20% of the market share for wholesale and investment banking will be reshuffled in the next few years. To survive let alone thrive, financial markets firms must adapt &ndash; by changing the way that they operate.</div>
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Working with Broadridge Financial Solutions we looked into how financial markets firms are responding to this demanding environment &ndash; and specifically the changes they are making to their operating models &ndash; that is how they organize their resources, business processes, systems, information assets, etc.</div>
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We surveyed over 130 senior decision makers from firms in the USA, UK and Far East (Hong Kong and Singapore), and conducted 18 more detailed interviews.&nbsp; The findings have recently been published in <a href="http://www.ibm.com/smarterplanet/us/en/financial_markets/operations.html" style="font-style: italic;">Beating market mandates: How winners are re-engineering financial markets operations</a>. &nbsp;</div>
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The research highlighted a leading group &ndash; who excelled at both compliance and innovation. This group had five key things they were thinking and doing differently than the rest:</div>
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Thinking marketplace first, &ldquo;factory&rdquo; efficiencies second</li>
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Designing operations around client interactions, not vice versa</li>
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Cultivating agility &ndash; and an ability to see what others don&rsquo;t</li>
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Building and use scale, but not always in expected ways</li>
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Partnering to extend their capabilities &ndash; and their thinking</li>
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These firms have a different perspective on operations and how it contributes to the business. The distinctions between front, middle and back office are becoming less distinct. As a UK-based Chief Operations Officer at a Universal Bank observed: &ldquo;We must make sure changes enhance the whole process - It&rsquo;s no good having a Rolls-Royce in the front and a Mini in the back.&rdquo;</div>
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The leaders are looking at how operations can positively contribute to the business &ndash; through consolidation and greater efficiency of course, but also through creating the flexibility to scale resources and adapt to market conditions, facilitating faster product development and enabling innovation.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;</div>
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The leaders are also more open to working with external partners &ndash; and see the positive value to be gained through collaboration, for example accessing the technology and resources of an external partner. Leaders outsource more of their business processes, in particular, traditional areas like back-office accounting, settlement and clearance and reporting systems.</div>
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Success in these areas will likely encourage leaders to forge ahead into sourcing more complex functions such as reconciliations, data management, tax reporting and corporate actions. But what they outsource is perhaps of less interest than how they outsource. The leaders outsource with a business objective in mind, seeking to get the best from their partner, whereas those lagging tend to see the potential benefits in a more limited way &ndash; focusing on cutting costs of the back office.</div>
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And importantly, the study points to these differences in attitude feeding into improved results. Those who recognize how operations can contribute to the business and see collaboration as a way of improving business outcomes are rewarded with improved customer satisfaction, faster product introduction, improved regulatory compliance and improved access to information. &nbsp;</div>
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So what are the implications, for firms operating in financial markets as well as those in other industries who are trying to optimize the contribution of their back offices?&nbsp; For financial markets firms - focus on achieving agility, scalability and customer centricity, with the potential help of external partners. Many of those currently lagging are planning to evolve their operating model over the next three years. However, there is no time to delay, as the leading firms are forging ahead, and gaining market share as a result.</div>
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For those in other industries seeking to optimize their back office operations, this study also provides valuable insights. The financial markets industry is an extreme case where technological change, globalization, market turmoil, low switching costs and significant regulatory change have come together accelerating required operating model change. But the drivers are similar in many other industries &ndash; and we are observing a transformation in approaches to outsourcing &ndash; focusing more on sharing expertise and delivering business value rather than simply efficiency savings. Increasingly, the winners, across all industries, will be those who exploit these new capabilities to the full.</div>
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John Reiners
Client Insights, Consultant
IBM Center for Applied Insights
The IBM CAI blog has moved - please bookmark and follow the new blog at http://www.ibmcai.com
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Not many...003172urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights2015-02-19T09:23:07-05:00urn:lsid:ibm.com:blogs:entry-78e01915-163b-4001-b139-3b81ff43fa2eDeveloping a System of EngagementDerek Franksdefranks@us.ibm.com1100007YTJactiveComment EntriesLikes2012-10-09T13:39:47-04:002014-07-10T15:04:58-04:00<div class="entryContentContainer" dir="ltr">
<wbr /><wbr /><span style="font-weight: bold;"><wbr /><wbr />Derek Franks</span><wbr /><wbr /><wbr /><br />
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<wbr /><wbr /><wbr />Consultant, <span style="font-style: italic;"><wbr /><wbr /><wbr />IBM Center for Applied Insights</span><wbr /><wbr /><wbr /></div>
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<span style="font-size:14px;"><strong>The IBM CAI blog has moved - please bookmark and follow the new blog at <a href="http://www.ibmcai.com">http://www.ibmcai.com</a></strong></span></p>
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A couple of weeks ago<a href="https://www-304.ibm.com/connections/blogs/IBMCAI/entry/why_marketing_matters?lang=en_us"> I wrote a blog post</a> discussing our recent paper that links Leading Marketers with financial outperformance.<span style="mso-spacerun:yes">&nbsp; </span>In our study, these Leading Marketers had 40% higher revenue growth and <span style="mso-spacerun:yes">&nbsp;</span>twice the gross profit growth.<span style="mso-spacerun:yes">&nbsp; </span>Naturally, the next question you&rsquo;d ask is &ldquo;how do I become a leading marketer?&rdquo;<span style="mso-spacerun:yes">&nbsp; </span>And that&rsquo;s exactly what I&rsquo;m going to talk about over my next few posts.</p>
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To kick things off, we found that Leading Marketers engage with their customers across a variety of channels.<span style="mso-spacerun:yes">&nbsp; </span>These leading marketers are more likely to have integrated inbound, outbound and offline marketing programs in some or all channels.<span style="mso-spacerun:yes">&nbsp; </span>They are more likely to use interaction optimization technology in all of their channels.<span style="mso-spacerun:yes">&nbsp; </span>And they are also more likely to adjust offers in real-time across all channels.<span style="mso-spacerun:yes">&nbsp; </span>In short, <font color="#006400"><b>they create a &ldquo;System of Engagement&rdquo;</b></font> that allows them to engage each customer as an individual, across multiple channels.<span style="mso-spacerun:yes">&nbsp;&nbsp; </span></p>
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So if leading marketers are creating a system of engagement to deliver targeted messaging across channels, what specific tactics are they using?<span style="mso-spacerun:yes">&nbsp; </span>To answer that, we looked closer at mobile and social channels.</p>
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<a href="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/IbmCai_EMM_Mobile_Social.jpg" target="_blank"><img align="middle" alt="mobile and social" src="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/IbmCai_EMM_Mobile_Social.jpg" style=" width:400px; display:block; margin: 0 auto;text-align: right; position:relative;" /></a></div>
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Essentially, a number of tactics within these channels can be considered &ldquo;table stakes.&rdquo;<span style="mso-spacerun:yes">&nbsp; </span>Everybody has a mobile version of their website and delivers mobile e-mails.<span style="mso-spacerun:yes">&nbsp; </span>Everybody has a social networking page on a site like Facebook and most engage in micro-blogging (Twitter).<span style="mso-spacerun:yes">&nbsp; </span>But there are some specific, innovative tactics where we saw differences between leading marketers and others.</p>
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When it comes to mobile, we found that leading marketers were more likely to use mobile messaging campaigns, location based targeting, and mobile-specific ads.<span style="mso-spacerun:yes">&nbsp; </span>For social, leading marketers were more likely to develop apps for 3<sup>rd</sup> party networking sites (Facebook), leverage social/local group buying (Groupon), and participate in location-based games (Foursquare).<span style="mso-spacerun:yes">&nbsp; </span>All of this means that leading marketers are faster to begin leveraging emerging/trending technologies to see if they can enhance the system of engagement.<span style="mso-spacerun:yes">&nbsp; </span>Some of these tactics may or may not prove to be effective in the long run, but the leading marketers get there first&hellip; not unlike the adage &ldquo;fail fast, fail often&rdquo;.<span style="mso-spacerun:yes">&nbsp; </span>By being at the forefront with these tactics, they stand to benefit when they come across something that&rsquo;s especially effective.</p>
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It&rsquo;s also interesting to note that location-based tactics saw greater use by leading marketers in both mobile and social.<span style="mso-spacerun:yes">&nbsp; </span>When you think about a system of engagement that strives to deliver targeted, personalized, relevant offers in real-time, it makes perfect sense that location-data is a key component to enhancing that ability.</p>
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There are a number of ideas you can take away from our data, but there&rsquo;s one over-riding principle that I think is worth taking to heart:<span style="mso-spacerun:yes">&nbsp; </span>Innovation.<span style="mso-spacerun:yes">&nbsp; </span>Leading marketers aren&rsquo;t afraid of trying out new channel engagement technologies or tactics.<span style="mso-spacerun:yes">&nbsp; </span>They get there first and they find out what works.<span style="mso-spacerun:yes">&nbsp; </span>They don&rsquo;t worry about whether a channel is completely mature&hellip; they jump in and get their hands dirty.<span style="mso-spacerun:yes">&nbsp; </span>This enables them to be proactive with their customers, rather than reactive.</p>
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I&rsquo;ll be back next time to talk about the barriers that prevent many organizations from becoming Leading Marketers.<span style="mso-spacerun:yes">&nbsp; </span>As always, please feel free to reach out to me with any questions. And, if you haven&rsquo;t read it yet, take a look at our executive report, <a href="http://www.ibm.com/smarterplanet/us/en/smarter_marketing/article/marketing_analytics.html">How Leading Marketers Outperform: Effective Engagement and Intelligent Investment.</a></p>
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Derek Franks
Consultant, IBM Center for Applied Insights
The IBM CAI blog has moved - please bookmark and follow the new blog at http://www.ibmcai.com
A couple of weeks ago I wrote a blog post discussing our recent paper that links Leading...103927urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights2015-02-19T09:23:07-05:00urn:lsid:ibm.com:blogs:entry-1119acf2-0f52-48d2-926e-c75e1bc383caState of Smart: The Retail IndustryDerek Franksdefranks@us.ibm.com1100007YTJactiveComment EntriesLikes2012-03-20T09:00:00-04:002014-07-10T16:31:23-04:00<div dir="ltr">
<span style="font-weight: bold;">Derek Franks </span></div>
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Consultant, IBM Center for Applied Insights</p>
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<span style="font-size:14px;"><strong>The IBM CAI blog has moved - please bookmark and follow the new blog at <a href="http://www.ibmcai.com">http://www.ibmcai.com</a></strong></span></p>
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Welcome!&nbsp; This is the first post in a series of articles I&rsquo;ll be writing over the coming months that delve a bit deeper into some of the more interesting findings from our State of Smart research here at the&nbsp;<a href="http://www.ibm.com/smarterplanet/us/en/overview/examples/index.html">IBM Center for Applied Insights</a>.&nbsp;&nbsp;Today we&rsquo;ll be discussing some of the interesting data points for the retail industry including some surprising findings about CRM.</div>
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If you&rsquo;re not familiar with our State of Smart work, an overview of our research and findings can be found in our <a href="http://public.dhe.ibm.com/common/ssi/ecm/en/yte03002usen/YTE03002USEN.PDF">Executive Report</a>.&nbsp; We surveyed over 1100 executives worldwide across 9 industries to determine their organizations&rsquo; information and analytics capabilities (we refer to these capabilities as &ldquo;listen&rdquo; and &ldquo;anticipate&rdquo;).&nbsp; We found that organizations with these capabilities significantly outperformed their peers: 1.6x revenue growth, 2x EBITDA growth, and 2.5x stock price appreciation over a five year period.&nbsp; Not bad, huh?</p>
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<a href="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/SoS-Infographic-v2.jpg" target="_blank"><img alt="image" src="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/SoS-Infographic-v2.jpg" style=" width:400px; display:block; margin: 0 auto;text-align: center; position:relative;" /></a></p>
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But this only tells part of the story.&nbsp; We also asked these enterprises about where they realize value from analytics and how they deploy &ldquo;listen&rdquo; and &ldquo;anticipate&rdquo; capabilities.&nbsp; So let&rsquo;s dig into the retail data a bit deeper.</p>
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<a href="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/RetailDistribution.JPG" target="_blank"><img alt="image" src="https://www-304.ibm.com/connections/blogs/IBMCAI/resource/BLOGS_UPLOADED_IMAGES/RetailDistribution.JPG" style=" display:block; margin: 1em 0pt 0pt 1em; float: right; position:relative;" /></a> For our purposes, we&rsquo;re going to refer to retailers in the top right quadrant as &ldquo;Outperformers&rdquo; and everybody else as &ldquo;Others&rdquo;.&nbsp; Only 29% of retailers are Outperformers.&nbsp; About 62% of retailers have a high level of &ldquo;listen&rdquo; capabilities while only 38% of retailers have a high level of &ldquo;anticipate&rdquo; capabilities.</p>
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What this tells us is that retailers are pretty good at &ldquo;Listening&rdquo; &ndash; i.e. capturing data.&nbsp; By and large, most retailers have done a good job of laying down an information foundation.&nbsp; However, a much smaller proportion of those retailers are then translating that data into actionable insights.</p>
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So we know that retailers have room to improve when it comes to leveraging the data that they capture.&nbsp; What other interesting insights did we uncover?</p>
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For starters, as you might expect from the high &ldquo;listen&rdquo; capabilities, retail Outperformers are very good at capturing different types of data.&nbsp; Specifically, 84% of Outperformers capture data at every customer interaction (this was the highest % across any industry we surveyed).&nbsp; The &#39;data at every customer interaction&#39; spread between outperformers and others is 2.2x, the second highest gap among the nine industry categories.</p>
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Additionally, the 56% of the Outperformers captured unstructured data versus 35% of the Others.&nbsp; Essentially the Outperformers are looking beyond individual transaction data and are mining social media, weather patterns, etc to drive more robust information for applied decision making.</p>
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The Outperformers then leverage this information to drive actionable insights about their customers.&nbsp; For example, 84% of Outperformers (vs 38% of Others) use their information and analytics capabilities to recommend actions to customers.&nbsp; This can take the form of both customer facing recommendations, such as cross-selling or up-selling opportunities, or internal actions such as identifying next best actions to convert abandoned baskets or reactivate a dormant customer.</p>
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The holy grail of retailers has long been to develop deep insights about customers from a variety of data sources and then use these insights to drive actions that positively impact the customer experience and consequently improve their top and bottom line.&nbsp; Our data shows that the Outperformers are doing just that.</p>
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What we&rsquo;ve talked about so far is fairly intuitive.&nbsp; However in the course of analyzing the State of Smart data we saw several things that intrigued us.&nbsp; For instance, found that only 36% of Outperformers vs 31% of Others realized value from customer relationship management.&nbsp; We expected the overall percentages to be higher and gap to be wider.&nbsp; The data suggest several things.&nbsp; First, the true value of CRM has likely not yet been realized by most retailers.&nbsp; Second, the outperformers haven&rsquo;t yet found a way to drive the additional insights they&rsquo;ve been generating into their CRM practices.&nbsp;</p>
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Hopefully you found this deep dive into our State of Smart retail industry data to be interesting and useful.&nbsp; If you&#39;re interested in calculating the potential impact that developing your &quot;listen&quot; and &quot;anticipate&quot; capabilities can have on your business, I suggest you take a quick look at our&nbsp;<a href="http://www.ibm.com/smarterplanet/us/en/consumer_advocacy/article/value_quantification_tool_retail.html?ca=v_sustainabledevelopment">Smarter Merchandising</a>&nbsp;and&nbsp;<a href="http://www.ibm.com/smarterplanet/us/en/consumer_advocacy/article/value_quantification_tool_shopping.html">Smarter Shopping Experience</a>&nbsp;toolsets. &nbsp;We&#39;ve developed online calculators that let you quickly and easily get an idea of the potential economic benefits that leveraging analytics can have for your organization.&nbsp;</p>
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I&rsquo;ll be posting more deep dive articles over the next few months.&nbsp; Check back next next week for a deep dive into the banking industry data.&nbsp; If you have any questions about this article or requests for future articles, please feel free to let me know.</p>
Derek Franks
Consultant, IBM Center for Applied Insights
The IBM CAI blog has moved - please bookmark and follow the new blog at http://www.ibmcai.com
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Welcome!&nbsp; This is the first post in a series of articles I&rsquo;ll be...002783urn:lsid:ibm.com:blogs:entries-47e61919-c8c7-40c7-9923-e513ea9bf00fIBM Center for Applied Insights2015-02-19T09:23:07-05:00